1 Purpose. Prevent or reduce the impact of the project on the construction safety and normal operation when the construction safety accident or emergency occurs, ensure the safety of personnel and goods, and ensure the healthy operation of the project.
2 Scope of Application.
All engineering projects of the company.
3 Responsibilities. 3.1. The project management department is responsible for inspecting the emergency response of the project department and urging the project manager to improve the emergency system.
3.2. The project manager is responsible for setting up a project crisis emergency team, responsible for the identification and prevention of potential crises in the project, and is the first person responsible for timely and effective handling of crises when crises occur.
3.3. The project manager is responsible for reporting to the general manager of the company when necessary, and requesting assistance in dealing with the engineering crisis.
3.4. The project manager is responsible for reporting the cause and handling of the crisis to the company in writing at the appropriate time, summarizing lessons learned, and proposing improvement measures and suggestions from the project and company level.
3.5. The project manager is responsible for the record of the emergency drill and reports to the project management department for the record.
4 Hypervisor.
4.1. Crisis identification.
4.1.1. Safety engineering crisis.
1) General accidents (accidents that cause less than 3 deaths, or less than 10 serious injuries, or direct economic losses of less than 10 million yuan) and above in the "Regulations on the Reporting, Investigation and Handling of Production Safety Accidents" (Order No. 493) and above.
2) Safety production incidents that have a significant negative impact on the group's market image and social image. Specifically, it refers to the disclosure of the three major portals (Sohu, NetEase, Sina) by the national, provincial and ministerial newspapers, radio and television, etc.;Notified by the national, provincial and ministerial level ** organs;The safety committee of the listed company believes that there is a significant negative impact.
3) Fire, ** accident.
4) Major equipment accidents such as tower cranes and elevators.
5) Foundation pit collapse accident.
6) Mass food poisoning outbreaks.
7) Infectious disease epidemics and mass occupational disease incidents.
4.1.2 Construction engineering crisis.
1) Sudden and complete water outage, which has a serious impact on production and life.
2) Sudden and comprehensive power outage, which has a serious impact on the operation of tower cranes and concrete pouring.
3) Sudden water pipe bursting, causing serious impact and large economic losses to the construction site.
4) Severe weather such as typhoons and rainstorms, which have a serious impact on the construction site and large economic losses.
5) Events that have a significant impact on the project due to the abnormal exit of large subcontracts.
4.1.3. Management engineering crisis.
1) Persistent and severe construction delays.
2) Serious quality accidents, events that cause great losses to the construction period and costs.
3) Serious written warnings, complaints, persistent complaints, or direct dissatisfaction to the company's leaders and listed companies.
4) * Severe administrative penalties, large economic penalties and continuous penalties imposed by the department.
5) Labor disputes of 5 or more workers collectively petition, workers blocking municipal roads, climbing roofs or tower cranes and other labor incidents.
6) Arbitration and litigation arising from labor and contract disputes.
7) Continuous loss of project department managers and above.
8) Continuous work conflicts between the project manager and the employees of the company's functional departments and project departments.
4.2 Crisis emergency management.
Set up a project crisis emergency team, with the project manager as the team leader, the safety director as the deputy team leader, and the managers of other departments of the project as team members. The emergency response team should hold a working meeting on the potential crisis at least once a month, and the minutes of the meeting should be reflected in the monthly report.
4.2.1. Emergency management of safety engineering crises.
1) Organize emergency drills for fire and safety accidents every 3 months.
2) Before the start of the project, contact a hospital near the construction site and sign a timely rescue agreement with the hospital.
3) Announce the hospital, fire, power supply, water supply, gas supply, health and epidemic prevention, insurance company and other first aid or *** in a conspicuous place in the office, production and living area
4) Conduct regular training of first aid personnel to ensure that there are more than 5 qualified first aid personnel in the general contractor and more than 2 qualified first aid personnel in each subcontract.
5) Equipped with first-aid resources such as first-aid stretchers, first-aid kits, and 24-hour standby vehicles.
6) Equipped with emergency sand bags, sand bags, water pumps, electric boxes, rainproof cloths, excavators, forklifts, truck cranes, oxygen acetylene bottles and other foundation pit collapse, mechanical equipment accident emergency equipment and materials.
7) In addition to the normal fire-fighting facilities, emergency fire extinguishers, hoses, oxygen masks and other fire-fighting emergency equipment and materials are also equipped.
8) Designate a special warehouse to store emergency supplies, and the emergency warehouse and materials are marked with the word "emergency", and daily work shall not be misappropriated. The project department should regularly check the inventory and validity period of emergency supplies.
9) Emergency equipment and resources can be used in combination with daily work, but management measures should be developed to ensure that they can be put into use immediately in the event of a crisis (such as announcing excavators, forklifts, crane drivers**).
10) Property damage caused by safety and fire accidents should be reported to the insurance company within the validity period.
11) If the living facilities are damaged due to the fire accident, the workers' dormitories should be rearranged immediately and equipped with daily necessities, and the actual economic losses of the workers should be counted at the same time.
12) If the ** department files a case to investigate safety and fire accidents, the project department shall designate a special person (in principle, the project safety officer) to assist in the investigation to avoid information confusion.
13) Sufficient cash should be set aside for timely treatment of the injured and the settlement of relatives of the injured.
4.2.2. Emergency management of construction engineering crisis.
1) Sign agreements or maintain contact with meteorological, electric power, water supply and other departments, and obtain information on typhoons, rains, water and power outages in a timely manner.
2) Before the foundation pit backfilling is completed, it should be equipped with high-power pumps, electrical boxes and pumping teams in addition to independent subcontracting to ensure that there will be no flooding due to typhoon and rainy weather. If the foundation pit collapses due to bad weather, emergency equipment and materials can be activated at the same time for rescue.
3) Combined with the general layout of the construction, set up a reservoir in the appropriate position of the production area and living area, and store the water in advance before the water is stopped to ensure the necessary water consumption for the workers' life and site construction.
4) Equipped with a diesel generator and storing an appropriate amount of diesel fuel in combination with the temporary hydropower layout diagram, conduct field exercises on the starting, switching, and operation of the generator in the following situations, and solve the problems in advance.
a After the generator is installed, commissioned or displaced for the first time;
b After each notice of a power outage is received or before each official power outage;
c Before each large-volume concrete pouring;
d Before each inclement weather may cause a power outage on the site;
e Before major inspections, inspections, visits, observations and other large-scale activities.
5) Emergency power supply range of diesel generators.
A tower crane, concrete pump, vibrating equipment that is pouring concrete at the time of sudden power failure;
b Safety lighting during power outages;
c. Pumping and draining pump electrical box in bad weather;
d. Elevators and other equipment used by inspectors, inspections and visitors;
e On-site operations that may cause large safety accidents due to sudden power outages, such as aerial hoisting of steel components and large equipment.
Work outside of this range must not occupy the emergency power supply.
6) The project department shall formulate detailed regulations on pipeline suppression and water discharge in combination with the management documents of the mechanical and electrical division, and strictly implement the procedures of application, approval, supervision, and supervision to prevent serious losses on the construction site caused by pipeline bursting.
7) The project department should fully grasp the investment of subcontracted manpower, equipment and materials through subcontracting and on-site records, quickly close the subcontracting work site when the subcontracting occurs active or passive abnormal exit, and arrange follow-up subcontracting to take over, so as to avoid chaos on site caused by subcontracting on site.
8) After the abnormal exit of the subcontractor, a special team shall be established immediately to liquidate with the subcontractor.
4.2.3. Emergency management of crisis management of management projects.
1) The project department shall regularly review the delay of the total construction period and key routes in accordance with the relevant management regulations, actively propose and implement improvement measures, and shall not accumulate delays. If the delay involves the owner's decision-making efficiency and major business problems, the project department shall promptly report to the general manager of the company for assistance in solving them.
2) When there is a potential risk of delay in the important construction period, the project department shall organize the senior leaders of the owner, supervision, general contractor, subcontractor, contractor and other relevant parties to hold a targeted special construction period mobilization meeting.
3) In principle, the project manager and the manager of each department should inspect the site every day, find quality defects and problems in time, and make great efforts to rectify them, so as to avoid subcontracting and teams that do not pay attention to quality for a long time and are difficult to reverse. If necessary, the project manager should report to the general manager of the company and ask for assistance in solving the problem.
4) The project manager should maintain work exchanges and communication with the owner's project department and the supervisor, timely grasp the owner's concerns and evaluation of the general contractor's work, and prevent the accumulation of the owner's dissatisfaction and the formation of formal complaints. If necessary, the project manager should report to the general manager of the company and ask for assistance in solving the problem.
5) The project manager should appoint a special person to maintain working contact with the public utilities department, and should directly participate in the communication work of the important management department, and effectively communicate with the management department in various forms according to the specific situation of the project location, so as to avoid administrative penalties. If necessary, the project manager should report to the general manager of the company and ask for assistance in solving the problem.
6) The project manager should grasp the situation of the subcontractor's wage payment to workers, announce the arrears of wages complaints in the production and living areas, and supervise the timely payment of wages to workers in advance during the Spring Festival, Mid-Autumn Festival, school days, busy farming and other wage arrears complaints.
7) The project manager shall organize active negotiations with employees, contractors and subcontractors on labor and economic contract disputes, avoid arbitration and litigation, and report to the company's contract department and general manager for assistance in resolving them if necessary. When arbitration and litigation occur, the project manager shall prepare response materials according to the requirements of the company and legal counsel, and prevent the dissemination of documents and materials related to arbitration and litigation.
8) The project manager should organize a special meeting once a month to discuss the project team building work and solve the difficulties and confusions encountered by employees in their work and life. The project manager should grasp the ideological dynamics of the employees, and in principle should talk to the project employees once every three months in combination with the project evaluation, affirm the achievements, point out the shortcomings, and answer the employees' doubts.
9) The project manager should report to the general manager of the company when necessary, and ask all departments of the company to send personnel to the site of the project to work, and the project manager should regularly report to the general manager of the company on the support of the company's various departments for the work of the project department and the evaluation of the work effect.